Hard Management SituationPosted on 28/05/2019, in Career.
A case study of hard situation
- Incoming engineers got stunned by how thin the infra we have and how hacky of our solution.
- One engineer claimed publicly the codebase of my team is messy and would like to rebuild everything.
- During a syncing meeting with my manager/CEO, one my direct report disputed what I synthesise/summarize.
- During an on-site visit of 2 months, rumor spreads in the head quarter that the project is getting stuck because I am not doing good job.
- After the on-site visit, a new management meeting/org was arranged with me left out.
- An engineer from another team wants to transfer to mine, with an update of his/her job title.
- An engineer work closely with my team want me to help him stay away from hot potatoes in his/her team.
- An engineer manager took over your codebase and claim the ownership on it.
- Engineers felt disconnected and confused of the frequent pivots of the management team.
- The organization start refining the other part while solution is not there.
- An engineer manager proposes an unrealistic project and is looking for your endorsement.
- An engineer team built terrible infra and would like you to use it; the cost is huge.
- A project turns out to be a failure; In the postmortem, none of the team is willing to take a single bit of responsibility.
- My team and the other one lost trust to each other and felt hart to collaborate.
- My mentor in management and engineering left the organization.
- A senior person joined the organization as my manager.
- The engagement survey shows unsatisfactory result; my manager is not happy.
- My direct-reports are not sure where they are and what would be the next step in their career.